I am stil new in M&E Unit in one of government departments.I studied a little bit on Programme Evaluation and GWM&E System and related frameworks and policies. I discovered that our M&E function focuses more on progress monitoring than on actual programme evaluation.We have programmes in government e.g NYS, HRD Induction & other training programmes and PDMS,to mention a few.From a distance you just observe that some of these programmes are not well implemented.Annually money is spent on these...
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Does M&E have a future in the private sector? It always linked to Government Sector. But what about the private sector? Surely the private sector also have monitoring needs on performance. To make profit you must have processes. I would like know if their are any private companies out there that know and implement M&E systems and processes within the organisations?


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Monitoring and evaluation findings will help the program only if it is used in structured critical reflections with relevant stakeholders.  Critical reflection requires asking "why?", "so what?" and "now what?" after the monitoring and evaluation findings show what has happened.  Reflections can happen in any form – formal or informal – with key individuals and groups, program and partner staff, steering groups and committees.  Clarity of insight and decisions will often come from a seque...
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The link between M & E, Knowledge Management and Business Intelligence? Let us throw in the added dimension of all of the above, plus sustainable systems for growth within and beyond the organisation, i.e. what do the people (employees) take with to their respective communities from their organisational experience and also bring back from there to the workplace? How do we, can we, measure this?
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Indicators are measurable or tangible signs that something has been achieved.  Indicators are an essential part of a monitoring and evaluation system because they are what you measure.  The decision on indicator design must be taken early in the program start up in order to start collecting the right information immediately.

How many indicators are performance indicators which one can truly measure and how many indicators are statistical indicators not measuring performance but only stats, (Wh...

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Getting the basic structure right for the monitoring and evaluation function and responsibilities, can prevent communication bottlenecks, conflicts of power and interest, forgotten or duplicated tasks and wasted efforts.  Organising responsibilities means considering the most appropriate contribution expected of each team member and primary stakeholders and to decide how these are linked.Monitoring is actually a daily and spontaneous activity which is part of every staff member's job.  Yet...

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There is an increase in coaching and mentoring as part of Organisational Development in organisations. This if often linked to a performance management system. How does one develop a comprehensive M&E plan for the purposes of (qualitative) tracking of change in organisational 'growth??' This could also work with existing/new frameworks which are integrated.

POST YOUR DISCUSSIONS AND LETS DISCUSS THIS VERY IMPORTANT TOPIC.

"JUST CLICK ON THE TOPIC HEADING AND LETS START THE DISCUSSIONS.
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Developing a M&E framework starts long before the actual programme starts. Developing a good monitoring & evaluation
system calls for adequate attention to monitoring and evaluation from program inception through to, till way after the wrapping of the program.

The Monitoring and Evaluation system should also be outlined in any appraisel report.

GO TO "DOWNLOAD DOCUMENTS" FOR THE EXAMPLE OF LINKING PROGRAM DESIGN & DESIGNING A MONITORING AND EVALUATION SYSTEM.

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Now that you know the importance of a M&E Framework and what the purpose thereof is.

Each M&E framework should be develop according to your departments/clients/stakeholders specific needs.
But there is certain core elements that a M&E Framework should have:

Introduction 
Backgroud & Rationale

1. Strategic Vision,Culture & Values
2. Objective & Target Audience
3. Linking programe design, project design, annual performance planning, budget and monitoring & evaluation
4. Designing a monitoring & eva...

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Before even starting to conduct a performance audit, you must have in place - 1.1  M&E Framework & 1.2  M&E Manual for
your department/ clients/ stakeholders.

1.1  The objectives of the framework are to:

*  create a common understanding of what monitoring and evaluation entail
*  facilitate the establishment of a dedicated Monitoring & Evaluation Component; and
* develop monitoring and evaluation systems and tools for results-based management.

1.2  The purpose of the M&E Manual:

*  Ensure that regu...
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Its very important  that your clients / project/programme managers understand the need for M&E and what M&E can mean
and do for them, after all it should be the to the benefit for them.

These are some of the benefits your stakeholders should receive out of M&E:

Goal-orientation: setting clear goals and results provides targets for change, and opportunities to assess whether change has occurred.

Causality (or “results chain”): various inputs and activities leading logically to outputs, outcome...
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The AG (Auditor General) is auditing each Provincial & National Departments on their pre-determined objectives.  Meaning on each performance indicator they audit, whereby the programme managers must provide, portfolio of evidence for their target set against the actual output.

Sounds simple enough apparently not if you look at the departments qualified audit on performance, not even mentioning Local Government (Municipalities).

AG management letter usely indicates the following regarding M&E pr...

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